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Kwesi Nyantakyi, Behind Allied Oil Filling Station, Upsa, Accra (2026)

31/08/2026

Happy birthday to Leanier Addy .🎂
Have a great day.

25/08/2026

𝙋𝙍𝙄𝙉𝘾𝙄𝙋𝙇𝙀𝙎 𝙁𝙊𝙍 𝙎𝙋𝙊𝙉𝙎𝙊𝙍𝙎𝙃𝙄𝙋 𝙊𝙁 𝙋𝙍𝙊𝙁𝙀𝙎𝙎𝙄𝙊𝙉𝘼𝙇 𝙁𝙊𝙊𝙏𝘽𝘼𝙇𝙇 𝙄𝙉 𝙂𝙃𝘼𝙉𝘼 .

Professional football in Ghana, popularly known as the Ghana Premier League, (GPL) was officially inaugurated in 1993. Since inception, the GPL has relied substantially on corporate sponsorship to support its operations and provide financial assistance to participating clubs. Over the years, the league has attracted sponsorship from a number of prominent corporate brands, including Achimota Breweries Limited, Guinness Ghana Breweries Limited, Ghana Telecom (One Touch), Crystal TV, Glo Telecom, SuperSport, Metro TV, First Capital Plus Bank, Zylofon Media and, most recently, betPawa.

Sponsorship remains one of the most important and widely adopted financing models in professional football. The enormous global appeal of football provides corporate sponsors with an unparalleled platform for brand visibility, consumer engagement and commercial activation. At the international level, CAF and FIFA’s commercial and sponsorship revenues demonstrate the enormous economic value of football as a global industry. The scale of these revenues underscores an important principle: when football is properly structured, marketed and commercially managed, sponsorship can become a major source of sustainable financing for the sport.

For Ghanaian football, this principle is particularly important. The financial obligations associated with participating in the GPL continue to place considerable pressure on clubs. Player salaries, technical team costs, accommodation, transportation, match-day expenses, signing-on fees, medical costs and other operational commitments require substantial and sustained financial resources. Consequently, meaningful sponsorship support is not merely desirable; it is essential to the survival, competitiveness and long-term development of the clubs and the league.

It is therefore welcome news that the Ghana Football Association (GFA) has indicated that each participating Premier League club will receive GHS1 million through an unidentified sponsor. If implemented as announced, this support should provide some relief to clubs and help reduce the financial burden associated with participation in the league.

However, beyond the immediate benefit, the more important question is how sponsorship revenues should be structured, negotiated and distributed to ensure that they produce the greatest possible benefit for the league as a whole.

The US$15 million Glo sponsorship of the GPL for the period 2008–2013 remains, by any reasonable measure, the most significant and impactful headline sponsorship in the history of the competition. It was complemented by an additional US$2.1 million sponsorship from SuperSport over a three-year period.

The importance of these arrangements went beyond the size of the headline figures. The sponsorship revenues provided a structured financial framework through which participating clubs, match officials and the league’s administrative structures were supported.

Under the agreed distribution arrangements:
Each Premier League club received a net sum of US$120,000 from the Glo sponsorship and an additional net sum of US$40,000 from the SuperSport sponsorship;
Ten percent of the Glo sponsorship revenue was allocated to meet the costs of officiating including fees for referees, match assessors, match commissioners, coordinators and independent observers;
Sponsorship revenues also supported the administration and management of the league, including allowances and expenses associated with the Premier League Board (PLB), disciplinary and appeals committees, the awards ceremony and other league-management activities.

This model demonstrated that sponsorship revenues could be used not only to provide direct financial assistance to clubs but also to sustain the broader institutional ecosystem required to operate a professional league.

Another important question was how the decision was reached to distribute US$120,000 from the Glo sponsorship and US$40,000 from the SuperSport sponsorship to each participating club.

The answer lies in a collective approach involving the clubs, the Ghana Football Association and the Premier League Board. The distribution model was informed by established principles and international best practices concerning the allocation of central commercial revenues in professional football.

In June 2011, the GFA invited Sir David Richards, then Chairman of the English Premier League, to Ghana for a two-day consultative engagement with Premier League clubs. The discussions provided Ghanaian football stakeholders with an opportunity to examine how commercial and broadcasting revenues were distributed in one of the world’s most commercially successful football leagues.

The model explained was broadly based on three components:
One-third of sponsorship revenues was shared equally among all clubs;

Another One-third was distributed according to television coverage and appearances; and

The last One-third was distributed according to sporting merit, principally based on league positioning.

The underlying philosophy was clear: central revenues could be distributed in a manner that simultaneously promoted equality, commercial value and sporting integrity & performance.

The GPL adopted a somewhat different approach. Sponsorship revenues were distributed largely on an equal basis among participating clubs, with considerably less emphasis on league position, television appearances and commercial drawing power.

This approach was rooted in the principle of solidarity. The solidarity principle recognizes that a league is only as strong as the collective strength of its participants. The financially stronger and commercially more attractive clubs cannot sustainably prosper if the weaker clubs are allowed to collapse. A competitive league therefore requires mechanisms that ensure that all participating clubs have a reasonable financial foundation from which to operate.

This was particularly significant in the Ghanaian context. Clubs such as Asante Kotoko and Hearts of Oak have historically enjoyed substantially larger national followings and greater commercial appeal than many of their counterparts. Yet, under the solidarity-based model, the advantages associated with their larger fan bases and commercial attractiveness were not allowed to translate entirely into a disproportionately larger share of central sponsorship revenues.

In effect, the bigger clubs accepted a degree of redistribution in favour of the less endowed clubs. That was not merely an act of generosity; it reflected an understanding that the overall value of the Ghana Premier League depends on the existence of financially viable, competitive and credible clubs across the entire competition.

The principle of solidarity should not, however, be interpreted to mean that all sponsorship and commercial revenues must necessarily be shared equally. Solidarity and merit are complementary principles. The two principles are not mutually exclusive.

A modern revenue-distribution system can protect the financial viability of smaller and less commercially powerful clubs while simultaneously rewarding clubs that perform better, attract greater audiences and contribute more significantly to the commercial value of the competition.

Indeed, this is one of the important lessons that can be drawn from the experience of major football competitions around the world. Equal distribution promotes competitive balance and financial stability; merit-based distribution rewards sporting excellence; and commercial or broadcast-based distribution recognises the market value generated by individual clubs.

A sustainable GPL revenue-sharing model should therefore seek to balance all three considerations.

As Ghanaian football seeks to attract larger and more sustainable sponsorship deals, the GFA, the Premier League Board and the clubs should consider developing a transparent and predictable framework for the distribution of central commercial revenues.

Such a framework could, for example, incorporate the three broad components: solidarity, merit and appearance & visibility.

Such a system would preserve the principle of solidarity without undermining the legitimate rewards associated with sporting achievement and commercial performance.

The history of sponsorship in the GPL demonstrates that corporate support can play a transformative role in the development of elite football. The Glo and SuperSport golden era in my respectful view, provides a particularly useful example of how substantial commercial partnerships can provide meaningful financial support to clubs while also financing the administration and operation of the competition.

21/08/2026

I joined friends and colleagues from the football industry to show our love and support to Asamoah Gyan, a.k.a Baby Jet at his late father's one week celebration.

21/08/2026

THE LEGACY OF THE LATE STEPHEN KWABENA BOATENG AKA KWABENA KESSE

News of the death of Ghanaian media and business magnate, Mr Stephen Kwabena Boateng, popularly known as Kwabena Kesse, dominated the media space on Thursday. Given his enormous stature in business, media and football, his passing is likely to remain a subject of discussion for some time.

For many years, Mr Kwabena Kesse served as a financier, director and member of the management of Asante Kotoko Football Club. His managerial and financial contributions to the club place him among the elite group of Asante Kotoko financiers and benefactors, including the late SK Mainoo, Simms Mensah, Ofori Nuako, Maxbillion, Yaw Barwuah, Charles Allen Gyimah, Herbert Mensah, PV Obeng, Osei Kwame Despite, KK Sarpong and Kwame Kyei, among others.

Last Wednesday, I visited the business district of Kantamanto in Accra, where I was overwhelmed by nostalgic memories of the enduring legacy of the late Chief of Asante Jamasi, Charles Allen Gyimah. Standing in Kantamanto are monumental reminders of his pioneering achievements in the second-hand clothing and video-city businesses. Such places remind us that the true measure of a person’s contribution is often found in the institutions, businesses and opportunities that survive long after the individual is gone.

Beyond Asante Kotoko, Mr Kwabena Kesse founded Kessben FC, which rose from the lower divisions to the Ghana Premier League in 2007. The club became an important platform for the development and exposure of young Ghanaian football talent. In 2010, Kessben FC was acquired by businessman Moses Armah Parker and subsequently re-christened Medeama Sporting Club. Some of the best players of Kessben FC who featured for our national teams were Bismack Aidan, top scorer of the 2008/2009 GLO Premier League, James Boadu, Sampson Cudjoe, Richard Mpong, Daniel Addo, Goal Keeper Mozart Adjetey, Augustine Sefa, Seth Owusu, among others. Kwabena Kesse built the Anane Boateng stadium which became the fortress for KESSBEN FC. The stadium was later sold to Nations FC for their campaign in the Ghana Premier League. Anane Boateng stadium has hosted many local and international competitions of Ghana

The significance of Kessben FC in Ghana football should therefore not be measured only by the period during which it existed under that name. Its legacy continued through Medeama, which went on to establish itself as an important power house in Ghanaian football and eventually won the Ghana Premier League title in 2023.

Mr Kwabena Kesse was also a good man and a valuable supporter of the Ghana Football Association during my tenure. His contributions went beyond financial support. He offered intellectual and conceptual contributions to policy formulation, implementation and review. He also deployed the extensive Kessben media network to support the communication and media needs of the GFA.

His businesses further provided support in areas such as hotel accommodation, hospitality and travel arrangements for the GFA. These may appear to be ordinary services, but for an organisation involved in the administration of football at the national and international levels, such practical support made a measurable and considerable difference.

Beyond football, Mr Kesse built a substantial business and media enterprise. His Kessben Group grew into a diversified business organisation with interests spanning media, travel and tourism, education, shipping and forwarding, hospitality and other ventures. He was also recognised for his philanthropic activities.

Mr Kwabena Kesse may be no more, but his legacies will endure. His life reminds us that the greatness of a person is not measured simply by the number of years spent on earth, but by the footprints left behind and the lives, institutions and causes touched along the way.

Shakespeare was right in describing the world as a theatrical stage. We appear on that stage for a brief moment, play our various roles and eventually take our exit. What matters most is the quality of the performance and the enduring impact of the footprints we leave in the sands of time.

We thank God for the life of Mr Stephen Kwabena Boateng, aka Kwabena Kesse. May his soul rest in perfect peace, and may his memory continue to inspire generations to come.

20/08/2026

This afternoon, I received the family of the late Mr Gyan Baffuor, father of former captain of the Black stars, Mr Asamoah Gyan aka Bay Jet.

The delegation was led by Wofa Kojo Gyan, uncle of Mr Asamoah Gyan. Other members of the delegation included MrAsmoah Gyan, Mr Sammy Anim Addo and Mrs Betty Anim Addo.

The visit was to officially invite me to the one week funeral celebration of the late Mr Gyan Baffuor aka Assase Jay.

I expressed my condolences to Mr Asamoah Gyan his immediate and extended families

May God comfort the Gyans during this difficult period

29/07/2026

𝙇𝙀𝙏 𝙐𝙎 𝙍𝘼𝙇𝙇𝙔 𝘼𝙍𝙊𝙐𝙉𝘿 𝙏𝙃𝙀 𝘽𝙇𝘼𝘾𝙆 𝙌𝙐𝙀𝙀𝙉𝙎 𝘼𝙏 𝙏𝙃𝙀 𝙒𝙊𝙈𝙀𝙉’𝙎 𝘼𝙁𝙍𝙄𝘾𝘼𝙉 𝘾𝙐𝙋 𝙊𝙁 𝙉𝘼𝙏𝙄𝙊𝙉𝙎 – 𝙈𝙊𝙍𝙊𝘾𝘾𝙊 2026

The 2026 Women’s African Cup of Nations in Morocco commenced just one week after the conclusion of the 2026 FIFA World Cup hosted by Mexico, Canada, and the United States. Regrettably, the excitement surrounding the women’s game still does not come close to matching the passion and interest that we show for the men’s game.

The Black Queens deserve the unwavering support of all Ghanaians, just as we have always rallied behind the Black Stars. This team carries a rich, enviable and distinguished history. The Black Queens were, in fact, the first senior national football team from Ghana to qualify for the FIFA World Cup, achieving that historic feat in 1999, seven years before the Black Stars made their maiden World Cup appearance in 2006.

From 1997 to 2007, the Black Queens enjoyed what many connoisseurs regard as their golden era. In addition to qualifying for the 1999 FIFA Women’s World Cup, Ghana also qualified for the Olympic Games ahead of Nigeria and the 2007 FIFA Women’s world cup in China. The Black Queens reached the finals of the African Women’s Cup of Nations in 1998, 2002, and 2006. On each occasion, they were narrowly defeated by Nigeria, the then undisputed powerhouse of women’s football in Africa.

During this glorious and remarkable period, Ghana produced two African Women’s Footballers of the Year: Alberta Sackey in 2002; and Adjoa Bayor in 2003 - a testament to the immense talent the nation possessed.

I dedicate this write-up to Ghana’s team that featured in the 2006 African Women’s Cup of Nations final against Nigeria in Warri, a match I remember with profound nostalgia. That memorable squad comprised Gladys Enti, Anita Amankwa , Gladys Quansah, Yaa Avoe, Ama Sabi, the late Patricia Ofori, Lydia Ankrah, Adjoa Bayor, Mavis Danso, Anita Wiredu-Minta, Gloria Oforiwaa, Florence Adutwumwaa, Aminatu Ibrahim, Doreen Awuah, Florence Okoe, Sheila Okine, and Olivia Amoako. Their dedication, resilience, nationalism and patriotism continue to inspire generations of Ghanaian Women footballers.

As the Black Queens embark on their campaign in Morocco 2026, they carry the hopes and aspirations of countless followers of women’s football across Ghana. We believe they have the talent, determination, and fighting spirit to once again lift the flag of Ghana high and restore our nation to its glorious days and rightful place among the powerhouses of women’s football in Africa.

Let us all rally behind the Black Queens with our prayers, encouragement, and unwavering support. Together, we can inspire them to greater heights.

Best wishes to the Black Queens. Go Ghana!

19/07/2026

𝙀𝙉𝙂𝙇𝘼𝙉𝘿 𝙑 𝙁𝙍𝘼𝙉𝘾𝙀 𝘼𝙉𝘿 𝙏𝙃𝙀 𝘿𝙄𝙁𝙁𝙄𝘾𝙐𝙇𝙏𝙔 𝙊𝙁 𝙋𝙇𝘼𝙔𝙄𝙉𝙂 𝙏𝙃𝙄𝙍𝘿-𝙋𝙇𝘼𝘾𝙀 𝙈𝘼𝙏𝘾𝙃𝙀𝙎

England deserves every congratulation and accolade for the well-deserved victory over France in the third-place match of the 2026 FIFA World Cup. Nothing should be taken away from the English team for its hard-fought 6-4 victory. It was, however, a match of contrasting fortunes and two very different halves.

England displayed class, finesse, cohesion, and excellent teamwork in the first half, racing into a commanding 4-0 lead. France, on the other hand, dominated the second half with an impressive display, mounting a spirited comeback by scoring four goals. Both teams rested some key players, many of whom were introduced in the second half. Numerous scoring opportunities were also wasted by both sides. Overall, it was an entertaining encounter that produced an astonishing 10 goals in 90 minutes.

France’s defeat can perhaps be understood within the context of the peculiar psychological challenges associated with third-place matches. The French entered the 2026 FIFA World Cup as one of the favourites to win the tournament, having finished as runners-up at the 2022 FIFA World Cup. More importantly, they possessed one of the strongest squads in the competition, with Kylian Mbappé, Michael Olise, and Ousmane Dembélé all regarded as contenders for the 2026 Ballon d’Or. They topped their group with a maximum nine points, won every match leading up to the semi-finals, and only fell to Spain at that stage.

Playing for a third place rarely generates the same level of motivation, urgency, or emotional investment as competing in the semi-final or the final. Teams that narrowly miss out on a place in the final match often experience disappointment, psychological fatigue, and diminished morale, making it difficult to approach the third-place playoff with the same intensity and dexterity. In a pre-match interview to the third place match in Miami, head coach of France, Didier Deschamps expressed his opinion as follows: "I have a duty for this game. It is not friendly. It is a third-place playoff. The players, staff, and I have the duty to reach this last objective. It is less important than the final. England does not want to play this game, and neither do we. But here we are,"

Ghana’s experiences in previous Africa Cup of Nations (AFCON) tournaments provide useful illustrations of this phenomenon. In 2008, Ghana lost the semi-final 1-0 to Cameroon, a defeat that deeply affected the players. It took considerable persuasion, encouragement, and psychological preparation to lift the team’s spirits for the third-place match against Côte d’Ivoire, which we eventually won 4-2.

The outcomes of the 2012 and 2013 AFCON tournaments further hammer home this point. In 2012, Ghana defeated Mali 2-0 during the group stage but later lost 2-0 to the same opponent in the third-place playoff. Similarly, in 2013, Ghana beat Mali 1-0 in the group stage, only to lose 3-1 in the third-place match. In 2017, Ghana also suffered a 1-0 defeat to Burkina Faso in the bronze medal match.

On each of these occasions, we played with reduced determination, motivation, and the psychological readiness required for success. For countries such as Mali and Burkina Faso, which have never won the AFCON title, securing a bronze medal may carry a far greater significance than it does for Ghana, a nation that has won the continental championship four times. Consequently, the level of motivation between the competing teams may differ considerably.

It is for this reason in addition to a lack of fans’ interest that UEFA abolished the third-place playoff at its European Championship. I am also aware of attempts within the CAF Executive Committee, in the past, to cancel the third-place match from the AFCON tournament. Ultimately, however, its retention has been driven more by financial, commercial, broadcasting, and marketing considerations than by its sporting value and competitive integrity.

The England-France match once again demonstrated that while third-place playoffs can produce entertaining football and memorable moments, they also present unique psychological challenges. Teams that fall short of reaching the final often struggle to recover emotionally within a few days. Consequently, performances in these matches are influenced not only by technical ability and tactics alone but also by motivation, mental toughness and resilience, and the capacity to overcome the disappointment of missing the opportunity to compete for the ultimate prize. Congratulations to both teams for rising from the “ashes” and scoring 10 goals in 90 minutes.

13/07/2026

𝙔𝙊𝙐𝙏𝙃 𝘿𝙀𝙑𝙀𝙇𝙊𝙋𝙈𝙀𝙉𝙏: 𝙆𝙀𝙔 𝙏𝙊 𝙏𝙃𝙀 𝙁𝙐𝙏𝙐𝙍𝙀 𝙊𝙁 𝙊𝙐𝙍 𝙁𝙊𝙊𝙏𝘽𝘼𝙇𝙇

In 2006, FIFA made far-reaching structural changes to the management of club football through the introduction of the Club Licensing System. Youth football became one of the five core thematic areas of the new framework. Consequently, player development emerged as the central objective of every activity within the football value-chain.

The works of administrators, coaches, referees, sports psychologists, doctors, nutritionists, and other stakeholders are ultimately directed towards developing players. A well-developed player progresses to represent his or her country with pride at the senior world, continental, regional, and zonal competitions. The journey to that level begins with youth development.

Youth development is, undeniably the key to the future of our football. One of its most important components is the effective management of football academies. From the inception of organized football competitions in the Gold Coast, young players have developed through the traditional “colts system”. Talented youngsters were nurtured on a non-residential basis, while school sports complemented this development pathway.

Across Europe and the Americas, boys and girls traditionally combined education with sports, as schools served as the primary avenue for talent development. In contrast, football in Ghana was, for many years, wrongly perceived as a career for school dropouts. Empirical researches in Europe and the Americas have consistently proven that players who combined football with formal education often achieved greater success than those who abandoned school.

A notable example was Yugoslavia’s men football team at the 1988 Olympic Games, which included highly educated players, some of whom held Masters and PhD degrees. It was a practical demonstration that football was never meant exclusively for school dropouts.

Recognising this reality, the Ghana Football Association (GFA), in its Business and Development Plan (2006–2010), set a strategic objective that all players in Ghana’s junior national teams should possess basic educational qualifications. This objective was fully achieved with the female national teams.

In 2007, during the inauguration of FIFA’s current headquarters in Zurich—the Home of FIFA—Ghana’s “school-based” Under-14 Girls team won the gold medal at the first and only FIFA Under-14 Six-Nation Invitational Tournament. Members of that victorious team included Edem Atovor, Elizabeth Addo, Florence Dadson, and Myles Mills, among others. The management team comprised Nana Benyin Eyison, Francis Oti Akenten, and Evelyn Nsiah Asare. The success of that Under-14 team strengthened our commitment to combining football development with formal education. The policy recorded successes with the female national teams. Ghana’s Girls’ under-17 national football team has qualified to every FIFA World Cup since 2010. The women’s under-20 national team has repeated the same feat since 2009. Although we are yet to replicate the same feat with the Black Queens, the policy of combining football with formal education has, to a large extent, been successful with the female teams.

The success of the policy with the female teams reinforced the need to establish comprehensive guidelines, rules, and regulations for the management of football academies in Ghana. Following the approval of the GFA Business and Development Plan (2011–2016), it became imperative to operationalise the Rules and Regulations for the Management of Football Academies. This coincided with the rapid growth of football academies, inspired by the success of pioneering Academies such as Liberty Professionals, Feyenoord, RedBull now WAFA, and the Right to Dream Academies. These academies became central to the GFA’s youth development strategy.
The key licensing requirements included:
1. The establishment of age-group programmes for Under-8, Under-11, Under-13, Under-15, and Under-17 players.
2. Recognition and licensing by the GFA based on compliance with established standards.
3. Mandatory provision of both football development programmes and formal education.
4. Appropriate infrastructure for football training and academic instruction. Where an academy lacked educational facilities, formal arrangements had to be made with a nearby accredited educational institution.
5. Adequate nutrition and feeding programmes.
6. Medical facilities and healthcare arrangements, including access to an ambulance.
7. Reliable transportation for players and officials during official and private engagements.
8. Qualified technical and academic personnel.
9. Certification and licensing only after inspection and approval by the GFA Technical Directorate.

Ghana must be interested in the curriculum of instructions administered by academies. For instance, Arsene Wenger’s Four Foundational structure for youth development could be a standardized guide to all academies. FIFA’s technical director, Arsene Wenger identifies four stages of youth development as: Techniques (ages 7-14); Physicality (ages 14-17); Tactics (ages 17-18) and Mindset (ages 18+)

Unfortunately, financial constraints have resulted in many football academies operating without meeting these licensing standards. In many respects, this situation is akin to the challenge of illegal mining, popularly known as “galamsey.” It is an area that requires urgent attention, stronger regulation, and sustained investment if academies are to serve as effective centres for talent identification and development. My close observations of the Right to Dream and Red Bull football academies provide ample justification for greater investment in this sector.

Prior to the coming into force of the academy regulations, the GFA had introduced another major youth development initiative. Every Premier League club was required to register at least fifteen Under-20 players and field an Under-20 team in a national youth league. These matches were played as curtain-raisers to Premier League fixtures. Apart from creating excitement and regular competition, the Under-20 League became an invaluable platform for identifying players for Ghana’s national youth teams.
Its benefits quickly became apparent.

In 2007, local clubs produced the bulk of players in the Black Starlets squad that competed at the African Championship in Togo and the FIFA U-17 World Cup in South Korea. They included Saddick Adams, Daniel Opare (Ashantigold), Philip Boampong (Hearts of Oak), Joseph Addo (Aduana Stars), Richard Mpong(Medeama), Ransford Osei (Kessben), Robert Dabuo (WaAllstars) etc etc.

The successful Black Satellites team of 2009 was built on this strong foundation. Among the key players were Daniel Adjei, Kassenu Ghandi (Liberty Professionals), Samuel Inkoom Emmanuel Agyeman Badu(Asante Kotoko), David Addy, Bright Addae (Wa All Stars), Daniel Addo (King Faisal Babies), Jonathan Mensah (AshantiGold),and Ransford Osei (Kessben FC).

By 2010, it was inevitable that many members of Ghana’s FIFA Under-20 World Cup-winning team would graduate to the Black Stars. Indeed, eight players—Daniel Adjei, Emmanuel Agyemang-Badu, Samuel Inkoom, Jonathan Mensah, Opoku Agyeman, Rabiu Mohammed, Dominic Adiyiah, and André Ayew—had already become key members of the senior national team.

The Under-20 League, together with other youth competitions, ensured Ghana’s continued participation at both the African Youth Championship and the FIFA U-20 World Cup in 2013 and 2015; and the 2017 FIFA U-17 World Cup in India. Notable players who participated in the FIFA U-17 competition were Ibrahim Danlad, Gideon Mensah, Najeeb Yakubu, Edmun Arko-Mensah, Gabriel Leveh, Mohammed Kudus, Emmanuel Toku, Aminu Mohammed, Richard Danso & Eric Ayiah.

The 2013 U-20 squad featured Richard Ofori Seidu Salifu (Wa All Stars), Richmond Nketiah (Medeama SC), Jeremiah Akorful, Derrick Mensah Moses Odjer, Francis Narh (Tema Youth), Lawrence Lartey (AshantiGold), Ahmed Adams (Berekum Chelsea), Ebenezer Ofori (New Edubiase United),Michael Anaba (Asante Kotoko), Kwame Boahene,Kennedy Ashia, Ebenezer Assifuah (Liberty Professionals).

The 2015 U-20 squad included Kingsley Fobi (Right to Dream), Owusu Bempah (Hearts of Oak), Kofi Yeboah, Joseph Adjei (Wa All Stars), Patrick Asmah (BA United), Joseph Aidoo, Prosper Kassim, Patrick Kpozo (Inter Allies), and Asiedu Attobrah (New Edubiase United).

Despite its undeniable success, the Under-20 League was eventually discontinued because of the significant financial burden it placed on participating clubs. Maintaining youth teams effectively doubled operational costs through player recruitment, coaching, travel, accommodation, feeding, medical care, and other logistical expenses. At one point, a delegation representing Premier League clubs and GHALCA met with the GFA/PLB and passionately appealed for the Under-20 League to be decoupled from the Premier League programme. In the absence of sustainable sponsorship, the competition was suspended the following football season.

The time has come to revive the Under-20 League. With meaningful collaboration among Government, the GFA, GHALCA, clubs, and corporate sponsors, this important competition can once again become the engine of Ghana’s football development.
Youth football remains our surest strategic pathway to sustainable success. If Ghana’s national teams are to regain their place among Africa’s and the world’s football elite, we must recommit ourselves to investing in structured youth development, quality education, properly regulated football academies, and competitive youth leagues.

The future of our football depends on the decisions we make today.

Kwesi Nyantakyi

31/08/2026

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